Communication is a simple word yet relates to a complex process involving various considerable factors and key players. Nearly all communication authors provide a definition of the process while others take it to be self-explanatory. At its simplest terms, numerous authors describe communication as a social interaction through messages,[1][2] a simple linear process.[3] It is primarily the transmission of message from a sender to a receiver. While the process of transmission itself may come out to be an easy task, the understanding of the message being relayed poses a challenge. In organisations, it is popularly distinguished that communication unquestionably affects business functions and operations. The ability of the individuals to communicate particularly on matters that involved business transactions will, by at large, determine the organisational outcomes.
Literature Review
There are a great body of literature that covers the subject of communication – organisational, corporate, business or any term it may refer. In defining the term “communication” itself, it includes many empirical studies. This review of literature focuses on internal communication and its beneficial effects.
A number of early empirical researches on communication i.e. Aranoff (1989),[4] Eckert and Allen (1986),[5] and Harper (1987)[6] had recognized communication skills as critical attributes related to job performance, career advancement, and organisational success. The subject of some authors in relation to communication is the distinction between communication and effective communication. Bove´e and Thill (2000) believe that effective communication only occurs when the given participants “achieve a shared understanding, stimulate others to take actions, and encourage people to think in new ways”.[7] It is emphasized that a great deal of effort was put forth during the communication process particularly in the gathering of data about the capabilities and limitations of humans and the development of guidelines for the design of displays and controls, environmental systems, equipment, and communication systems. Conversely, Spence (1994) argues that communication is constantly a two-way persuasive process, where the sender typically has an objective of influencing the receiver.[8] The process of communication can be done through a number of styles. However, regardless on whether the style applied is verbal or nonverbal, the communication process always involves a sender and a receiver. This process involves five steps: idea struck the sender, the sender then encodes the message, the message is carried through a channel, the receiver will have the message decoded, and a feedback will be given by the receiver.[9] Other communication researchers (e.g. Eisenberg and Goodall, 2004)[10] are less resolute and view communication as a goal-oriented process only in certain situations.
Communication serves a number of functions for the organization.[11] In production, communication plays its role in the direction, coordination, and control of tasks and activities. It deals with the what, when, and how of the process. Consequently, communication serves as the pathway through which suggestions and insights that would generate change and new ideas in the system are discussed. It also keeps and maintains values and relationships necessary to keep the system of the organization collectively. Similarly, Eckhouse (1994) suggested that communication serves four major functions within a group or organization: control, motivation, emotional expression, and information.[12] When employee, for instance, are required to first communicate any job-related grievance to their immediate boss, to follow their job description, or to comply with company policies, communication is performing a control function. On the other hand, communication fosters motivation by clarifying to employees what is to be done, how well they are doing, and what can be done to improve performance. For many employees, their work group is a primary source for social interaction. Feelings of satisfaction and frustrations within the group or organization are being expressed through communication. Thus, communication provides a release for the emotional expression of feelings and for fulfillment of social needs. Lastly, the final function of communication is related to its role in facilitating decision making. It provides the information that individuals and groups need to make decision by transmitting the data to identify and evaluate alternative choices.
Communication within a group or inter-professional team goes beyond the concepts of effective speaking or listening, or what is commonly considered as linear communication. It is an interactive model which deals with feedback and reciprocal exchanges. According to surveys focusing on areas of improvement among corporations, communication is usually ranked first as an important element within the organization (Harris, 1993).[13] Specifically, communication is recognized as an important aspect of an organization as it keeps employees well-informed and open to communication channels. Moreover, organisational communication enables the employees to comply with company standards, leading to efficiency and accuracy. According to Petit, Goris and Vaught (1997), organizational communication allows employees to conduct meetings, make memos, provide feedback and share corporate-wide information.[14] Most importantly, supervisors have noted the significant impact of communication to employee performance, motivation and satisfaction.
On the aspect of internal communication, Hanson’s (1986) research assessed the profitability of 40 major companies over a five-year period where results obtained indicate that when predicting profitability of an organisation, the presence of good interpersonal relationships between managers and staff was three times more powerful than the four next most powerful variables, combined-market share, capital intensity, firm size and sales growth rate. Kalla (2005) illuminated integrated internal communications that provide understanding on knowledge sharing as an essential and strategic function within the organisation.[15] Further, Robson and Toursish (2005) provided an organisational case study on managing internal communication and suggested that there is a requirement for organisations to establish the universality of communication issues and problems through qualitative and quantitative communication research efforts.[16] Clampitt and Downs (1993) undertook a wide review of the evidence on the effects on organisations of communication.[17] They concluded that the benefits obtained from quality communications included improved productivity, a reduction in absenteeism, increased levels of innovation, a reduction in the number of strikes, higher quality of services and products, and a reduction in costs.
Choice of Communication Channel
The current worldwide system of communication is characterised by fundamental structural changes as result of the increasing effects of globalization and internationalisation of industries, convergence and interdependence of international organisations, and the emergence of a knowledge-based global information economy governed by technology. The basic nature of these changes makes it particularly difficult to understand the impact they may have on the prevailing communication process inherent to organisations. Today, the communication process becomes even more dynamic and surpasses the expectations as well as desired results of the organisations that use some of its deliberate functions. There are major changes in the communication strategies and procedures evidently used in a number of industries worldwide. This does not exempt similar changes in communication channels.
According to the information richness theory, communication channels have different ability to transmit information and its meaning.[18] This theory suggest a scale where the richest channels are those that accommodate more face-to-face contact and feedback since they allow those communication channels to express degrees, often unspoken, in adding meaning to communication. The leanest channels are those written or printed. Within organisational context, the choice of communication channel is dependent on the objectives defined by the authorised representatives of the organisation. It is noted the internal and external communication channels are different. On this point, internal communication is further explicated.
Internal communication is referred as “the exchange of information and ideas within an organisation”.[19] In essence, the process is mainly about creating an environment of respect for every one of the employees within the organisation.[20] Communication from management should come directly from one manager to the next, and from supervisor to employee, but as companies grow larger and more complex, this often becomes more difficult and result to the need for the internal communication function. The channels of communication within the corporate context come in variety and result to products such as memos, websites, and e-mails. Whatever are these, organisations use them to lead, motivate, persuade, and inform employees as it extends beyond the bounds of the organisation.
The choice of communication channel is based in the description of organisational communication. Organisational communication is described as “the process by which information is exchanged and understood by two or more people, usually with the intent to motivate or influence behaviour”.[21] Since internal communication is used as point of discussion, interpersonal and organisational communication is the most evident instances where channels of communication are needed. The basic communication model by Shannon and Weaver states that a channel carries the message and can be verbal (e.g. a personal request), non-verbal (e.g. a smile), written (e.g. a memo), or electronic (e.g. an e-mail message).[22] The choice of communication channel on this aspect is inherent to the function or intended use of the communication process that takes place.
Top organisations that operate beyond their geographical borders, like Intel necessitate a more complicated communication process as well as channel to be used. The communication process is said to be sophisticated and revolutionary. Industries that operate in their respective area of operations tried to focus on the applications of the communication as an essential instrument in group performance. Technological change is both the cause and a consequence of economic and social development. At the same time, economical and social development creates a requirement for constant technological change because of the need to develop new markets and pressure to compete in the provision of services and products to those markets.
Current Issues in Communication
The current issue on effective communications are information management. The information system has been acknowledged to support business operation across and within the different areas of business, i.e. finance, accounting, human resource management, operations and production management, and marketing; to give important business value to the customers and to its employee; to accomplish tasks or activities with ease within the different functions of the business; and to provide security to transactions and to implement different transaction.[23] Similar to Management Information System (MIS) techniques of other companies, wherein a firm will strive to gain a competitive edge by backing up selected core competencies and focus the decisions of management to bring these out, Intel capitalize on product quality, fast delivery, and complete product support. Core competencies are those areas of the business which have been chosen to drive its operations, so there is more concentration to improve these above the others.
Intel’s MIS focuses on improving busing performance by aligning their activities and employees towards these objectives, with information on these areas made readily available so that management can make quick decisions and coordinate the increase of productivity and sales. With a world-wide business base, production housed in several countries, and the pressure of delivering promptly with high quality products, Intel’s MIS tries to employ a variety of tools to visibility keep tract of what is happening on all levels of the organization. This includes facilitating all dimensions of the organization so that every expectation can be met.
This level of coordination is made possible by a fluid communication path, enabled by MIS, across the organization, making it possible for management to align the workforce’s efforts. Intel’s environment is primarily on the web, making it necessary for MIS to keep a structured approach to its processes that monitors and plots out activities through this medium. Being web-based also allows management to collaborate on-line to share data and keep track of developments as they happen. This ensures that management is updated regularly, making for fast solutions and instantaneous execution of decisions through their global operations. In general, communication becomes effective when both parties involved are honest and open to share information and effective management and have the ability to decipher the meaning of their messages and apply in achieving organisational goals directed to growth and success.
Being a world-wide industry leader in supplying chips, boards, and systems for other industries, Intel’s web-based environment allows it to maximize communications in its business performance. Everyday transactions supply pertinent data, such as customer orders, customer specifications, customer feedbacks, production data, marketing analysis, sales reports, supplier information and such from all over the globe. Its information system should help to improve performance in data and information handling in such as way that it increases productivity, improves sales, and saves costs. This could be done through an effective measuring system that keeps tabs of the organization’s activities, on all levels like what was mentioned before. This system, focusing on every area’s performance, should enable measurement throughout all business aspects, from customer satisfaction, process effectiveness, and employee output and development. To be further effective the MIS should be linked to the organizational strategy (on another level it should also be hooked to departmental strategies to form a cohesive outline).
Works Cited
Alter, Steven. Information Systems: A Management Perspective, 3rd ed. Reading, MA: Addison-Wesley Longman, 1999.
Aranoff, Susan. Teaching Business Communication Skills at Community Colleges. Journal of Education for Business vol. 65, no. 2 (1989), 53-55.
Argenti, Paul A. Corporate Communication, 3rd ed. New York, NY: McGraw-Hill, 2003.
Bove´e, Court L., and John V. Thill. Business Communication Today, 6th ed. Upper Saddle, NJ: Prentice-Hall, 2000.
Brown, Andrew D. Organization studies and identity: Towards a research agenda. Human Relations, vol. 54, no. 1 (2001), 113-121.
Clampitt, Phillip G., and Cal W. Downs. Employee perceptions of the relationship between communication and productivity: a field study. Journal of Business Communication, Vol. 30, (1993), 5-28.
Daft, Richard L. Management, 4th ed. Fort Worth, TX: Dryden Press, 1997.
Donatelle, Rebecca J., and L. G. Davis. Access to Health. New York: Allyn and Bacon, 1998.
Eckert, Sidney W., and Thomas R. Allen, Jr. What Should be Taught in Business Communication as Perceived by the Business World. Boone, North Carolina: Center for Instructional Development, 1986.
Eckhouse, Barry. Competitive Communication. Boston: McGraw-Hill, 1994.
Eisenberg, Eric M., and Goodall, H. Lloyd, Jr. Organizational Communication: Balancing Creativity and Constraint, 4th ed., eds. Eric M. Eisenberg and H. Lloyd Goodall, Jr. Boston, MA: Bedford/St Martin’s.
Fiske, John. Introduction to Communication Studies, 2nd ed. London: Routledge, 1990.
Harper, S. C. Business Education: A View from the Top. Business Education Forum, vol. 12, no. 3 (1987), 24-27.
Harris, Thomas E. Applied Organizational Communication: Perspectives, Principles, and Pragmatics. Hillsdale, NJ: Lawrence Erlbaum Associates, 1993.
Kalla, Hanna K. Integrated internal communications: a multidisciplinary perspective. Corporate Communications: An International Journal, vol. 10, no. 4 (2005), 302-314.
Kelly, Dawn. Using vision to improve organizational communication. Leadership & Organization Development Journal vol. 21, no. 2 (2000), 93.
Lind, Mary R. An exploration of communication channel usage by gender. Work Study vol. 50, no. 6 (2001), 237.
Pettit, Jr., John D., Jose R. Goris, and Bobby C. Vaught. An examination of organizational communication as a moderator of the relationship between job performance and job satisfaction. The Journal of Business Communication, vol. 34, (1997), 81-98.
Robson, Paul J. A., and Dennis Tourish. Managing internal communication: an organizational case study. Corporate Communications: An International Journal, vol. 10, no. 3, (2005), 213-222.
Spence, W. R. Innovation: The Communication of Change in Ideas, Practices and Products. London: Chapman & Hall.
Tourish, Dennis, and Owen Hargie. The crisis of management and the role of organizational Communication. In Key Issues in Organizational Communication, eds. Dennis Tourish and Owen Hargie. London: Routledge, 2004.
[1] Court L. Bove´e and John V. Thill, Business Communication Today, 6th ed. (Upper Saddle, NJ: Prentice-Hall, 2000), 8.
[2] Dennis Tourish and Owen Hargie, “The crisis of management and the role of organizational
Communication,” in Key Issues in Organizational Communication, eds. Dennis Tourish and Owen Hargie (London: Routledge, 2004), 16.
[3] John Fiske, Introduction to Communication Studies, 2nd ed. (London: Routledge, 1990), 6.
[4] Susan Aranoff, “Teaching Business Communication Skills at Community Colleges,” Journal of Education for Business vol. 65, no. 2 (1989), 53-55.
[5] Sidney W. Eckert and Thomas R. Allen, Jr., What Should be Taught in Business Communication as Perceived by the Business World (Boone, North Carolina: Center for Instructional Development, 1986).
[6] S. C. Harper, “Business Education: A View from the Top,” Business Education Forum, vol. 12, no. 3 (1987), 24-27.
[7] Bove´e and Thill, 4.
[8] W. R. Spence, Innovation: The Communication of Change in Ideas, Practices and Products (London: Chapman & Hall, 1994), 48.
[9] Rebecca J. Donatelle and L. G. Davis, Access to Health (New York: Allyn and Bacon, 1998), 35.
[10] Eric M. Eisenberg and Goodall, H. Lloyd, Jr., Organizational Communication: Balancing Creativity and Constraint, 4th ed., eds. Eric M. Eisenberg and H. Lloyd Goodall, Jr. (Boston, MA: Bedford/St Martin’s, 2004), 23-25.
[11] Andrew D. Brown, “Organization studies and identity: Towards a research agenda,” Human Relations, vol. 54, no. 1 (2001), 113-121.
[12] Barry Eckhouse, Competitive Communication, (Boston: McGraw-Hill, 1994), 53.
[13] Thomas E. Harris, Applied Organizational Communication: Perspectives, Principles, and Pragmatics (Hillsdale, NJ: Lawrence Erlbaum Associates, 1993), 8.
[14] John D. Pettit, Jr., Jose R. Goris, and Bobby C. Vaught, “An examination of organizational communication as a moderator of the relationship between job performance and job satisfaction,” The Journal of Business Communication, vol. 34, (1997), 81-98.
[15] Hanna K. Kalla, “Integrated internal communications: a multidisciplinary perspective,” Corporate Communications: An International Journal, vol. 10, no. 4 (2005), 302-314.
[16] Paul J. A. Robson and Dennis Tourish, “ Managing internal communication: an organizational case study,” Corporate Communications: An International Journal, vol. 10, no. 3, (2005), 213-222.
[17] Phillip G. Clampitt and Cal W. Downs, “Employee perceptions of the relationship between communication and productivity: a field study,” Journal of Business Communication, Vol. 30, (1993), 5-28.
[18] Mary R. Lind, “An exploration of communication channel usage by gender,” Work Study vol. 50, no. 6 (2001), 237.
[19] Bove´e and Thill, 7.
[20] Paul A. Argenti, Corporate Communication, 3rd ed. (New York, NY: McGraw-Hill, 2003), 128.
[21] Richard L. Daft, Management, 4th ed. (Fort Worth, TX: Dryden Press, 1997), 560.
[22] Dawn Kelly, “Using vision to improve organizational communication,” Leadership & Organization Development Journal vol. 21, no. 2 (2000), 93.
[23] Steven Alter, Information Systems: A Management Perspective, 3rd ed. (Reading, MA: Addison-Wesley Longman, 1999), 45.
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